Course: Health Sciences – Dietary Manager ———————————————————-

Course: Health Sciences – Dietary Manager ——————————————————————————————————————— Resources: Author: Legvold and Salisbury Title: Foodservice Management – By Design Association of Nutrition & Foodservice Professionals 3rd Edition ISBN: 978-0-578-78561-5 ——————————————————————————————————————— Ch 10: Recruit, Select, and Hire Employees – Objectives: Identify fair employment laws and practices that affect the dining services department Document department-based selection procedures and policies Develop and document relevant interview procedures for the department Identify and explain department procedures and policies to applicants Develop written decision criteria for applicant selection Design an orientation program for new employee ——————————————————————————————————————– Ch 10: Recruit, Select, and Hire Employees – Details Experts in foodservice management and food safety Chapter 10: Recruit, Select, and Hire Employees © Association of Nutrition & Foodservice Professionals Objectives • Identify fair employment laws and practices that affect the dining services department • Document department-based selection procedures and policies • Develop and document relevant interview procedures for the department • Identify and explain department procedures and policies to applicants • Develop written decision criteria for applicant selection • Design an orientation program for new employees © Association of Nutrition & Foodservice Professionals Federal Laws Equal Employment Opportunity Commission (EEOC) • Provides oversight and coordination of all federal equal employment opportunity regulations, practices, and policies • Laws apply to all facilities that employee >/=15 employees • Illegal to discriminate in hiring based on: – Race – Religion – Color – Sex (and pregnancy) – National origin – Age (40 or older) – Disability – Genetic information © Association of Nutrition & Foodservice Professionals EEO Laws • EEO laws apply to – Hiring and firing – Compensation, assignment or classification of employee – Transfer, promotion, layoff or recall – Job advertisements – Recruitment *Review Figure in Book “Federal Laws Affecting Employment Management” © Association of Nutrition & Foodservice Professionals *Review in-depth the figure in your book “Pre-Employment Inquiry Guide” Discrimination: Treatment or consideration based on class or category, rather than individual merit. • Puts people in categories based on personal factors and treats them the same • This treatment is based on ignorance • Departments should not have conflicting dress codes Discrimination Bona Fide Occupational Qualifications (BFOQ): Allowed personal or physical characteristic normally considered discriminating • Addresses discrimination based on sex • Illegal unless reflecting essential attributes required for performing the job – Example • Actor to play Rhett Butler in ‘Gone with the Wind’ • Catholic priest to fill a vacancy • Cannot discriminate against pregnant women or refuse to hire someone based upon uniforms available, locker space, or other problems © Association of Nutrition & Foodservice Professionals 1967 Discrimination in Employment Act • Treatment or consideration based on class or category, rather than individual merit • Take care in structuring questions on an application and in employment testing • Dress code must be reasonable, appropriate, and consistent • Schedule adjustments are necessary to meet requested religious special requests © Association of Nutrition & Foodservice Professionals Putting it into Practice Is a storeroom clerk job description illegal if it states: “requires the ability to lift 50 pounds on a regular basis”? Why or why not? © Association of Nutrition & Foodservice Professionals Putting it into Practice: Answer Lifting 50 pounds for a storeroom clerk would be considered a Bona Fide Occupational Qualification and is a legal requirement. © Association of Nutrition & Foodservice Professionals Federal Privacy Act Protects employees against an invasion of their privacy in the workplace – Employee records – Lockers – Personal inspection – Background investigations – Other © Association of Nutrition & Foodservice Professionals Americans with Disabilities Act (ADA) • Covered organizations must take steps to accommodate disabled persons – including employees • Definition of disability – “A physical or mental impairment that substantially limits one or more major life activities of such individuals; a record of such impairment; or being regarded as having such an impairment.” • Organizations must make ‘reasonable accommodations’ as long as doing so does not produce an “undue burden” © Association of Nutrition & Foodservice Professionals This Photo by Unknown Author is licensed under CC BY • Violation of Title VII of EEO 1980 • In order for conduct to be considered sexual harassment, the conduct must be – Sexual in nature – Unwelcome May be physical, verbal (including suggestive comments)or visual ü Be familiar with facility policy ü Provide training for employees ü Work with your Human Resources Department Sexual Harassment Steps in Case of Sexual Harassment: 1. Notify you own supervisor 2. Investigate the situation according to your organization’s policy 3. Seek legal advice before further action is taken 4. Confront the accused party and get the accused party’s side of the story 5. Take any necessary disciplinary action © Association of Nutrition & Foodservice Professionals Putting it into Practice A female cook calls the male servers “sweetie” and “honey”. Is this a violation of Title VII? This Photo by Unknown Author is licensed under CC BY © Association of Nutrition & Foodservice Professionals Putting it into Practice: Answer Maybe not, but possibly. As a manager, the CDM is responsible for correcting any behavior that offends employees or makes them feel uncomfortable. © Association of Nutrition & Foodservice Professionals Fair Labor Standards Act (FLSA) • The employee deserves to be paid fairly – Minimum wage – 40-hour work week – Requirements for overtime • Does not apply to ‘exempt’ employees – Restrictions on child labor © Association of Nutrition & Foodservice Professionals Exempt Employees • Classified as executives – Supervise two or more employees – Salary is at least the minimum amount – Power to hire and fire; their recommendations must carry significant weight – Primary duty is management; not doing ‘non-exempt’ work more than 40% of the time – Able to exercise discretionary powers and set policies © Association of Nutrition & Foodservice Professionals Workers Compensation • Limits the liability of the employer if an employee becomes injured on the job • Provides income to an employee who is unable to work due to an injury on the job • Federal Employment Compensation Act (FECA) -state governments © Association of Nutrition & Foodservice Professionals Family and Medical Leave Act (FMLA) • Requires employers to provide at least 12 weeks of leave to qualified employee who has specific family or medical reasons to request a leave • Applies to businesses with > 15 employees • Time off is paid or unpaid, according to facility policy • Leave is available once during a one-year period • Employee is still eligible for health insurance benefits but may have to pay own premiums • Upon return to work, employee should be reinstated into previous position • Examples – Birth of a child – Adoption of a child – Serious health condition of employee’s spouse, parent or child – Serious illness experienced by the employee © Association of Nutrition & Foodservice Professionals Putting it into Practice Your facility is a small assisted care facility with ten employees and two management staff. The cook is requesting to use FMLA to assist with her husband’s illness. Do you need to comply with the request? © Association of Nutrition & Foodservice Professionals Putting it into Practice: Answer No, since the law applies only to facilities with 15 or more employees. © Association of Nutrition & Foodservice Professionals Federal Unemployment Tax Act (FUTA) • Financial protection for employees who become unemployed through no fault of their own • Right to protect income of former employees while they look for a new employment • Does not apply to an employee who is terminated through a disciplinary process • Employers pay this unemployment tax to provide for this benefit • Be aware of facility policies; enlist the assistance of the Human Resources Department © Association of Nutrition & Foodservice Professionals Making the hiring decision Recruitment • Consult with the Human Resources Department • See the Uniform Guidelines on Employee Selection Procedures, http://www.uniformguidelines.com/ if there is no Human Resources Department Screening • Comparing applicant’s qualifications to the job description • Use a screening committee • See sample template Selecting Employees Checking references Interviewing • Planned conversation • Structured discussion • Pre-determined list of questions • Involves the immediate supervisor © Association of Nutrition & Foodservice Professionals Interview Process Reference Checks-use a standard form asking for: dates of employment, reporting relationship, reason for leaving Pre-employment Selection Tests-if used for any applicants, it should be used for each applicant Medical Exams-the Americans with Disabilities Act requires that this be directly related to employment and cannot be required until employment is offered © Association of Nutrition & Foodservice Professionals Types of Interview Questions Directive: Solicit facts and do not seek opinions • What did you do in your last job? • Why did you leave your last position? Non-directive: less structured and promote creative answers • Why do you think you will like this job? • What elements do you consider important when you consider a new position? Situational: ask for situations and how they handled them • If you saw an unsafe situation, what would you do? • Describe a personal conflict with a co- worker © Association of Nutrition & Foodservice Professionals Putting it into Practice How would you change the interview question below to be open-ended? “Have you ever experienced any dissent among employees with whom you worked?” © Association of Nutrition & Foodservice Professionals Putting it into Practice: Answer “Describe your working relationships with others” © Association of Nutrition & Foodservice Professionals Conducting the Interview • Be prepared • Private environment • Allow sufficient time • Put applicant at ease • Ask permission to take notes • Listen for 75% of the time; talk for 25% of time • Follow legal guidelines • Follow up after the interview © Association of Nutrition & Foodservice Professionals The Hiring Decision • Review notes from interviews • Review applicant information • Consider training, experience and education • Address how you think candidate will work with others • Check references • Do not fill the position if you do not feel you have the right candidate • Documentation is important – Must be kept on file for a pre-determined amount of time © Association of Nutrition & Foodservice Professionals Onboarding and Orientation Orientation • Tb screening • HR: Policies • Fit for masks, uniforms “A comprehensive orientation and step-by-step onboarding process will improve your employee retention and increase their job performance from the first day” Onboarding • Departmental expectations and standards • Learning tasks • On-the-job training • Document © Association of Nutrition & Foodservice Professionals —————————————————————————————————————— Resources: ANFP Top 10 What to Look For When Hiring https://www.anfponline.org/docs/default-source/top-10-resource-lists/top-10-things-to-look-for- when-hiring.pdf ANFP Top 10 Interview Tips https://www.anfponline.org/docs/default-source/legacy-docs/docs/top-10-interview-tips.pdf U.S. Equal Employment opportunity Commission (EEOC) Oversight and Coordination Policies https://www.eeoc.gov/ U.S. Equal Employment Opportunity Commission (EEOC) Uniform Guidelines on Employee Selection Process http://uniformguidelines.com/uniformguidelines.html —————————————————————————————————————— Please help to answer the following questions using the above said resources i.e. Using Employee Schedule Example and Labor Cost please help to answer the following: Employee Work Schedule and Labor Cost You are the Kitchen Manager for a small 60 bed rehab center serving 3 meals and an evening snack daily. Your kitchen hours of operations are: Monday -Friday 6am to 6pm Saturday – Sunday 6am to 8pm 1. Review the sample employee work schedule for a 120-bed hospital. 2. Develop a 7-day work schedule for all employees in the food service department. Use at least 3 part time employees and at least 3 full time employees in your schedule. Be sure all positions and shifts are covered. No one may be scheduled for more than 40 hrs. Full time employees must be scheduled for at least 36 hrs. 3. Calculate the wages for with each employee and show the calculation in a table format. 4. Calculate the FTE’s in your schedule 5. Submit the schedule with wage calculation and FTE to your instructor. Employee Position Mon Tues Wed Thurs Fri Sat Sun Total Hrs. Wage Labor Cost This is only A template Add more lines for staff as needed Calculated FTE for this schedule: __________ Image transcription text Weekly Schedule Sunday Monday Tuesday Wednesday Thursday Friday Saturday Tony Stark Chef 5:30-2:00 8 5:30-2:00 8 5:30-2:00 8 5:30-2:00 8 5:30-2… Show more Image transcription text Labor Chart Use to estimate number of employees to have on duty per shift based on number of customers served to have reasonable labor percent Jo… Show more

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